Example 6. The organization's expenses for providing round-the-clock food for employees are not included in the cost of wages

Example 29. The amount of bonuses paid to employees by the accounting department of an organization is included in labor costs for the purpose of calculating income tax in the absence of a Regulation on bonus payments to employees In a letter from the Department of Tax and Customs Tariff Policy

Example 3. In the tax period, no economic activity was carried out in the organization and therefore no payments were made in favor of employees. Calculations of advance payments and a declaration on the UST by the organization did not give up In accordance with sub. 4p. 1 st. 23 of the Tax Code of the Russian Federation taxpayers

12.10.3. Report "Lists of employees of the organization" The report provides an opportunity to generate a variety of lists of employees of the organization, selected and grouped according to various criteria. The information displayed in the report is also selected from an extensive list

1. Incentivizing employees to improve service Speaking of improving customer satisfaction, one should first mention the key role of agency employees, especially those who are on the front line of serving citizens. Here are a few

Chapter 7. Dismissal in connection with a reduction in the number (staff) of employees of an enterprise (organization, institution), individual entrepreneur

Principles of organizing everyday and innovative activities To catch the difference in approaches to organizing everyday and innovative work, we can compare cast members, i.e. actors, as Disney calls its Disneyland employees, with imagineers, i.e.

Sales promotion When a company adds value to its products by offering additional incentives to buy them, this activity is called sales promotion. In most cases, the purpose of sales promotion is to encourage action, although it

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COURSE WORK

on the topic: "Promotion of innovative activity of personnel"

Essay

"Stimulation of innovative activity of personnel"

Scope of work 32 s, including 1 rice, 8 naim. lit.

Key words: innovations, personnel innovations, work with personnel, stimulation of personnel innovative activity.

The course work explores the problem of stimulating the innovation activity of personnel, which includes the following steps:

a) The concept of innovation and the types of its stimulation;

b) Study of the existing practice of stimulating the innovative activity of an enterprise;

c) Ways to improve the stimulation of innovation.

The problem of stimulating the innovative activity of the staff has been studied.

As a result of the analysis, the following conclusions were drawn:

a) innovation is an integral attribute of the development of the organization and its competitiveness;

b) there are different types of innovations. The role of staff in generating new ideas is great;

c) the innovative activity of the personnel is an important element in the development of the organization, the innovative activity of the personnel must be stimulated.

Introduction

Chapter 1. The concept of innovation and the types of its stimulation

Chapter 2

2.1 Professional orientation and adaptation in the team

2.2 Training

2.3 Performance evaluation

2.4 Leadership training

2.5 Promotion management

Chapter 3. Ways to improve the stimulation of innovation

Conclusion

List of used literature

Application

Introduction

Scientific and technological progress, pr Known all over the world as the most important factor in economic development, it is increasingly associated with the concept of the innovation process both in Western and domestic literature. It is a one-of-a-kind process that combines science, technology, economics, entrepreneurship and management.

It consists in obtaining innovation and extends from the birth of an idea to its commercial implementation, thus covering the whole complex of relations: production, exchange, consumption.

There are many forms of innovation management at various levels: from departments of corporations to the state, which in general is called upon to implement a special economic policy in modern conditions. Like almost any other policy, it is not the same in different countries, although it is subject to the same goal: to stimulate innovative activity and develop scientific and technical potential.

In accordance with international standards, innovation is defined as the end result of innovative activity, embodied in the form of a new or improved product introduced to the market, a new or improved technological process used in practice, or a new approach to social services. Innovation can be considered both dynamically and statically. In the latter case, innovation is presented as the end result of the research and production cycle (RPC).

Personnel play an important role in generating innovations. The human factor has always been and will be decisive at all times. Properly structured work with personnel, proper recruitment of personnel, the implementation of all measures to create teams and groups is the key to the successful functioning of the organization.

Currently, there is a problem of stimulating the innovative activity of personnel. The purpose of this work is to study the problem of stimulating the innovative activity of personnel in an organization.

Chapter 1. The concept of innovation activityvalue and types of its stimulation

The peculiarity of the current stage of scientific and technological progress is that not only applied research, but also fundamental sciences are of key importance for production. This is due to a number of reasons, including economic ones.

Firstly, the speed of the appearance of new inventions contributes to an increase in the rate of obsolescence of existing equipment and technology. The subsequent depreciation of permanent capital causes a significant increase in costs, a drop in competitiveness. Therefore, a deep scientific study of the nature of the processes used, the general principles of organization of various types of matter becomes a condition for improving existing technologies or quickly replacing them with new ones. This interest in the fundamental side of scientific and technical knowledge is so serious that it largely determines the organizational forms of the innovation process, the ways in which science and production interact.

Second, new technologies do not represent isolated, isolated streams. In a number of cases they are connected and enrich each other. But their integrated use also requires fundamental developments that open up new areas of application of the latest processes, principles, and ideas.

Thirdly, modern scientific and technological progress provides the possibility of alternative ways of developing and applying the same scientific and technical idea in different industries with very different results in terms of efficiency. The risk of an inaccurate choice of development direction is extremely high and can lead to the loss of market positions, the loss of independence in the face of a more successful competitor. Fundamental development should give a “vision” of innovation variability and guidelines for their evaluation. With equal R&D costs, the results can be very different.

The significance of scientific developments raises the question of the forms of their conjugation with applied developments and production. Over the past 10-15 years, a number of effective methods have been worked out in developed countries to include science, including fundamental science, in the general stream of development of social production. innovative personnel production

Innovative activity is the practical use of innovative, scientific and intellectual potential in mass production in order to obtain a new product that meets consumer demand in competitive goods and services. An important characteristic of this activity is innovative activity - targeted support for the high susceptibility of the enterprise's personnel to innovations through targeted structures and management methods. Innovation activity itself is characterized by accelerating the pace of innovation creation, their diffusion, which contributes to the deepening and expansion of structural changes in the economy, an increase in the size of the market and the satisfaction of existing and emerging needs.

The restructuring of the economy on market principles in our country requires ensuring world-class quality of manufactured goods, timely renewal of products by enterprises and maximum interest in introducing innovations; high innovative activity based on its own developing potential. At the same time, world practice shows that state support for innovation is objectively necessary. However, at present, financial state support at a high level of fundamental science and production is practically not carried out. And this means that there are no prerequisites for the near future of a way out of the economic crisis in our country. Since enterprises do not have the opportunity to create high-tech and competitive high quality products. This can be achieved only by creating conditions for enterprises to overcome the crisis in the field of investment and innovation policy, taxation at the state level.

At present, the effectiveness of the innovative activity of an enterprise is determined, first of all, by the presence of a well-functioning system of investment, lending, taxation, functioning in relation to the innovative sphere of scientific developments.

Innovations are innovations brought to the stage of commercial use and offer on the market in the form of a new product. The genuine novelty of a product is always associated with an increase in the economic effect of its use.

Novelty can be "relative", "absolute" and "private".

Absolute novelty is characterized by the absence of analogues to this innovation; relative - this is an innovation that has already been used at other enterprises, but is being implemented for the first time at this enterprise; private novelty implies the renewal of an element of the product.

The economic advantage of an innovation is that the benefits from its implementation exceed the costs of its creation. From the moment it is accepted for dissemination, an innovation acquires a new quality - it becomes an "innovation". Only then various ideas, inventions, new types of services, products are recognized by the consumer and already in a new quality they become innovations. Those. The innovation process combines the process of creating an innovation and its implementation. The stages of the innovation process are shown in Figure 1.

Rice. 1 Model "Innovation Purpose"

All stages of the innovation process are interconnected and it is necessary to think over the implementation of all subsequent stages already at the first. The main thing is to be able to make the transition from one to another. Since the effectiveness of the innovation process is determined not only by the effectiveness of its individual stages, but also by the speed of transition from one stage to another, i.e. in the management process, it is important to reduce the interval between stages, combining them as much as possible in the overall process.

The concept of "innovation" applies to all innovations, both in production and in organizational, research, teaching and management areas, to all improvements that provide cost savings. Hence, innovation is market and consumer oriented.

The period of time from the birth of an idea to the practical creation and implementation of an innovation, its use is commonly called the innovation life cycle. There was a need to manage creative potential and improve the efficiency of communication between science and production. This is what innovation policy does - the science of the formation of innovations, their diffusion, as well as factors that counteract the introduction of innovations; human adaptation to them; organization and mechanism of innovation activity; development of innovative solutions and policies. In other words, innovation policy is a new area of ​​research necessary to effectively solve the problems of intensifying and accelerating the development of an innovative economy, primarily the creation, development and distribution various types innovations. That. innovation policy, innovation activity arose as a reaction to the modern requirements of the economy, the need to increase the susceptibility of its elements to the changes that have appeared.

In practice, innovation is classified according to a number of criteria.

According to the reasons for their occurrence, they are divided into reactive - as a reaction to new transformations carried out by a competitor, to fight in the market and the survival of the enterprise, and strategic, the implementation of which determines the acquisition of promising advantages over competitors.

For an enterprise, innovation can act as:

productive - the production of a new product, product and service, which is associated with the creation of new types of production; the created new product can lead to a decrease in demand for the former, which will entail the elimination of old types of production;

market - opening up new areas of product introduction and thereby expanding market spaces;

processor - the use of new technologies, management structures and the organization of a resource-saving method of production, product or service;

consumer - aimed at meeting the current needs of the consumer and the formation of new ones in the future.

According to the innovative potential, depending on the subject content and the rate of implementation of innovation, the following types of innovations are distinguished: radical (basic), when fundamentally new inventions are used; technological, characterized by the development and implementation of new highly efficient technological processes, new technological equipment, which can dramatically increase labor productivity, product quality; modifying (ordinary), having a focus on improving, updating designs and forms of innovation (small inventions, rationalization proposals).

In official statistics, technological innovations are understood as the end results of innovative activities that have been embodied in the form of a new or improved product (service) introduced on the market, a new or improved technological process or a method of production (transfer) of services used in practical activities. All the formalized characteristics of this process depend on which definition of innovation is used. At present, there is no single approach to the definition of innovative activity, just as there were no continuous surveys of enterprises and organizations in which innovations would be studied. Existing estimates of innovation activity are based on sample surveys of greater or lesser breadth, and this explains the often contradictory results of their results.

An innovative enterprise is one that introduces product or process innovations, regardless of who was the author of the innovation - employees of this organization or external agents (external owners, banks, representatives of federal and local authorities, research organizations and technology providers, other enterprises ).

Any innovation is based on a new idea. As a rule, this idea is either a radical idea or an evolutionary idea that improves the current state of affairs.

Innovations can be classified into two large groups: technology innovations and management innovations.

Both those and others are the product of abstract human thinking. Innovations can be borrowed from competitors, either learned over time, or created internally. It is for internal innovation that it is necessary to stimulate the innovative activity of personnel. Because it is the staff that is the subject of innovation.

There are various types of stimulation of innovative activity of personnel. All of them are included in two large groups:

1. Financial incentives.

2. Non-material stimulation.

Material incentives include various kinds of bonuses, wage increments, cash incentives for employees, approval of special payments, for which a special monetary fund can be created.

Non-material forms of incentives include all types of incentives, which are not based on the monetary motivation of the employee. In other words, the employee has a different interest in the development of innovation in the organization and is motivated to act by other means.

In addition to personal motivation, other factors also influence internal innovation activity. Factors can be both favorable and unfavorable. This is the level of the corporate culture of the organization, the level of compliance of formal and informal groups in the organization, the attitude of management to the innovative activities of personnel, etc.

Thus, we can conclude that the state of innovative activity of the staff is influenced by the internal (personal) motivation of the employee and external factors that can have both positive and negative effects.

Chapter 2. Study of the existing practice of stimulating innovationion activities of the enterprise

Without people, there is no organization. Without the right people no organization can achieve its goals and survive. Undoubtedly, the labor resources belonging to the socio-economic category are one of the most important aspects of the theory and practice of management.

Specific responsibility for the overall management of the workforce in large organizations is usually entrusted to professionally trained employees of human resources departments, usually as part of headquarters services. In order for such professionals to be able to actively contribute to the organization's goals, they need not only knowledge and competence in their particular field, but also awareness of the needs of lower-level managers. At the same time, if lower-level managers do not understand the specifics of human resource management, its mechanism, opportunities and shortcomings, then they cannot fully use the services of HR specialists. Therefore, it is important that all leaders know and understand the ways and methods of managing people.

Human resource management includes the following steps:

1. Resource planning: developing a plan to meet future human resource needs.

2. Recruitment: creating a pool of potential candidates for all positions.

3. Selection: evaluation of candidates for jobs and selection of the best from the reserve created during the recruitment.

4. Determining wages and benefits: Designing a wage and benefit structure to attract, hire and retain employees.

5. Career guidance and adaptation: the introduction of hired workers into the organization and its divisions, the development of employees' understanding of what the organization expects from them and what kind of work in it receives a well-deserved assessment.

6. Training: Designing programs to teach the job skills required to do the job effectively.

7. Assessment of labor activity: development of methods for assessing labor activity and bringing it to the attention of the employee.

8. Promotion, demotement, transfer, dismissal: development of methods for moving employees to positions of greater or lesser responsibility, developing their professional experience by moving to other positions or areas of work, as well as procedures for terminating an employment contract.

9. Leadership training, promotion management: development of programs aimed at developing the abilities and improving the efficiency of the work of managerial personnel.

Once upon a time, work with personnel consisted exclusively of activities for the recruitment and selection of labor. The idea was that if you could find the right people, then they could do the right job. Today's well-managed organizations believe that recruiting the right people is just the beginning. While most of an organization's resources are tangible objects that depreciate in value over time, the value of human resources can and should increase over the years. Thus, both for the benefit of the organization itself and for the personal benefit of the employees of their organization, management must constantly work to increase the potential of personnel in every possible way.

A successful workforce development program creates a workforce that is more capable and more motivated to accomplish the goals of the organization. Naturally, this should lead to an increase in productivity, and hence to an increase in the value of the organization's human resources. If, for example, such a program increases the productivity of assembly workers by 10% without increasing the factory cost of products, then the return on capital invested by the organization in the development of human resources is much higher than this indicator.

2.1 Professional orientation and adaptation in the team

The first step to making the work of an employee as productive as possible is professional orientation and social adaptation in the team. If management is interested in the success of an employee in a new workplace, it must always remember that the organization is a social system, and each employee is an individual. When a new person enters an organization, they bring with them previously acquired experiences and perspectives that may or may not fit into the new framework. If, for example, the new employee's last boss was bossy and preferred to communicate only by text, the employee would feel better off sending a paper than just picking up the phone, even though the new boss actually prefers verbal communication.

If the manager does not make active efforts to organize the adaptation of new subordinates, the latter may become disappointed because of the unfulfillment of their hopes, may consider that the behavior should be guided by experience gained in a previous job, or come to other incorrect conclusions about their work. The leader must also be aware that some of what newcomers learn during their onboarding may come as a shock to them.

2.2 Personnel training

Organizations have a constant need to improve the productivity of their employees. Many organizations also care about the overall quality of the workforce. One way to achieve this goal is to recruit and select the most qualified and capable new workers. However, this is not enough. Management should also conduct systematic education and training programs for employees to help them reach their full potential within the organization.

Training is the training of workers in skills to increase their productivity. The ultimate goal of training is to provide your organization with a sufficient number of people with the skills and abilities necessary to achieve the goals of the organization.

The value of learning is widely recognized. Unfortunately, many managers do not realize all the complexities involved.

Training is useful and required in three main cases. First, when a person joins an organization. Secondly, when an employee is appointed to a new position or when he is assigned a new job. Thirdly, when the audit establishes that a person lacks certain skills to effectively perform his job.

Teaching is a large, specialized area. Specific teaching methods are numerous and need to be adapted to the requirements of the profession and organization. Some basic requirements for effective training programs are as follows:

1. Learning needs motivation. People need to understand the goals of the program, how training will increase their productivity and thus their own job satisfaction.

2. Leadership must create a climate conducive to learning. This includes encouragement of students, their active participation in the learning process, support from teachers, willingness to answer questions. An important point may be the creation of a certain physical environment. Some organizations prefer to conduct training in special centers rather than on the premises of their organization.

3. If the skills acquired through training are complex, then the learning process should be broken down into successive stages. The participant of the program should be able to practice the skills acquired at each stage of training, and only then move on.

4. Students should feel feedback in relation to learning outcomes, it is necessary to ensure a positive consolidation of the material covered. This may take the form of praise or recognition of success from the teacher, or, in the case of modern computerized learning systems, in the form of direct feedback on the correct solution of the problems proposed by the program.

2.3 Performance evaluation

The next step after the employee has adapted to the team and received necessary training to effectively perform their work, will determine the degree of labor efficiency. This is the purpose of performance evaluation, which can be thought of as an extension of the control function. The control process involves the establishment of standards and the measurement of results to identify deviations from the established norms and, if necessary, the adoption of corrective measures. Similarly, performance appraisal requires managers to gather information about how effectively each employee is performing assigned tasks. By communicating this information to his subordinates, the manager informs them about how well they are doing their job and gives them the opportunity to correct their behavior if it does not correspond to the accepted one. At the same time, performance evaluation allows management to identify the most outstanding employees and really raise the level of their achievements, transferring them to more attractive positions.

Basically, performance appraisal serves three purposes: administrative, informational, and motivational.

Administrative functions: promotion, demotion, transfer, termination of the employment contract. Each organization must perform performance appraisals of its staff in order to make administrative decisions about promotions, transfers, and terminations. A promotion helps an organization because it allows it to fill vacancies with employees who have already shown their ability. It helps employees because it satisfies their desire for success, achievement, and self-respect. Promotion is a great way to recognize outstanding performance. However, when making decisions about promotion, management should only promote those who have the ability to effectively perform duties in a new position. Unfortunately, sometimes those employees who perform their current duties well, but do not have the potential to effective work in a new position. Too many sales departments have made the mistake of nominating a great salesperson for the position of manager. As a result, they lost good seller and acquired a mediocre manager.

Transfer can be used to enhance an employee's experience, and also in cases where management believes that he or she would perform more effectively in a different position. Sometimes the transfer is also used in cases where a person works unsatisfactorily, but due to his great length of service or past merits, the management considers that the termination of the employment contract with him would be unethical. In such a situation, the transfer is a demotion, and the poor fellow is placed in a position where he or she can still be of some use, but will not block the career of a capable young worker or actually hinder the organization's goals.

In cases where the employee was informed of the assessment of the results of his work and provided sufficient opportunities for its improvement, but the employee does not want or cannot work according to the standards of the organization, the employment contract with him must be terminated in the name of realizing the goals of the organization. Whatever the administrative situation, it is clear that without effective method evaluation of performance is impossible to make an informed decision.

Information functions. Performance appraisal is also needed to inform people about their relative performance. With the proper formulation of this matter, the worker will know not only whether he or she works well enough, but also what exactly is his strength or weakness and in what direction he can improve.

motivational functions. Evaluation of the results of labor activity is an important means of motivating people's behavior. By identifying strong employees, management can appropriately reward them with gratitude, a paycheck, or a promotion. Systematic positive reinforcement of behaviors associated with high performance should lead to similar behaviors in the future. Informational, administrative and motivational functions of evaluation of labor activity are interconnected, i.e. information leading to an administrative promotion decision should positively motivate the individual to do a good job.

Efficiency of performance appraisal. One study found that over 90% of companies have some form of performance appraisal system. However, the effectiveness of the evaluation system is determined by several factors. To begin with, I note that most often the work of a subordinate is evaluated by his immediate superior. Therefore, he must have the ability to accurately evaluate the work, without basing his assessment on a personal relationship to the subordinate. He must also be able to communicate this assessment to the subordinate. This can be quite difficult when the job is bad, especially if the boss has never been trained in communication techniques. Because of these potential problems, managers may oppose formal systems for evaluating the performance of subordinates.

Intensive research into performance appraisal at General Electric has led to a number of important findings. One of them is that criticism is not effective way informing subordinates about shortcomings in their work. Criticism often elicits defensive behavior. The subordinate in this case is more concerned with protecting himself than with the core of the problem or ways to improve performance. As one group of authors wrote, “To achieve useful evaluation, workers must be open to communication and willing to discuss their work without becoming defensive.” This requires that the manager create a calm, non-threatening environment in which his subordinates can openly discuss their problems related to performance.

The leader must clearly understand the difference between criticism and evaluation of work. Criticism is communication in one direction. For effective communication and proper feedback, the manager should allow for a two-way constructive discussion on specific performance improvement issues. So, for example, instead of saying, "You've been doing a terrible job for the last two months," you could say, "John, our waste quota is 2% of the material we use. Last month you had 5% waste. Why do you think this happened?" Please note that this wording allows management to determine whether the reason lies in the poor performance of this employee or the action of some other factors.

The second conclusion of the General Electric study is that the method of issuing information to employees once or twice a year with an assessment of their performance is ineffective. One or two formal performance evaluation sessions should be scheduled each year. However, the evaluation should be issued whenever necessary, daily or as often as the situation requires. If a subordinate is working on a new short-term project, then his work should be evaluated two or three times a month. If a subordinate is not confident in his abilities, the manager can discuss his progress with him once every few days to build up his self-confidence. With experienced, confident and proven employees, the manager can talk as necessary to maintain control over them.

The third conclusion of the GE study was that performance appraisal and salary should not be discussed at the same time. Strengths and weaknesses of a subordinate are better discussed in separate meetings with him, and not along with administrative measures regarding salary.

Douglas McGregor strongly advocates performance-based performance appraisal. He argues that traditional assessments are not adequate because they focus on basic character traits such as initiative, teamwork, reliability, relationships with people. This forces the leader to be biased rather than objective. At the same time, if a subordinate is told that he has bad relations in the team, then this carries very little information about what he or she is doing wrong and what should be done differently. Instead, MacGregor argues, the leader and the subordinate should work together to define agreed-upon goals to be used as the standard for future evaluations. When specific goals cannot be set, the manager should give the subordinate information that describes his desired behavior, and not character traits or vague production goals.

To achieve maximum accuracy in assessing the results of labor activity, it is desirable that the interview be two-way. The worker should be free to discuss why his performance is not up to standard, what might have caused it, and what will be done to remedy the situation.

And finally, the leader should try to perceive the work of subordinates as objectively as possible.

When, for example, a manager is asked to evaluate his subordinates according to some properties of their character (reliability, relationships with people), then the “halo” effect appears in the ratings, i.e. some person receives the same marks for all character traits, although some of his features are more pronounced, and some are not.

It was also noted that some managers tend to give everyone high marks while others tend to give everyone low marks, further reducing the accuracy and usefulness of performance ratings.

2.4 Leadership training

Training comes down to developing the skills and abilities that employees need to effectively perform their job duties or job assignments in the future. In practice, systematic training programs are most often used to prepare managers for promotion. Successful leadership training, like training in general, requires careful analysis and planning.

Through performance appraisal, an organization must first determine the capabilities of its managers. Then, based on the analysis of the content of the work, the management must determine what abilities and skills are required to perform duties in all line and staff positions in the organization. This allows the organization to find out which of the leaders has the most appropriate qualifications for certain positions, and who needs training and retraining. Once these issues are resolved, management can develop a training schedule for specific individuals slated for potential promotions or transfers.

Leadership training and motivation. Leadership training is mainly conducted to ensure that managers acquire the skills and abilities required to achieve the goals of the organization. Another consideration, inseparable from the previous one, is the need to meet the needs of a higher level: professional growth, success, testing one's strength. Unfortunately, many organizations do not provide sufficient opportunities to meet these needs through accountability and promotions. Studies have shown that graduates of ministerial business courses reported a large discrepancy between their personal expectations for growth and promotion and what they were actually able to provide. If these expectations are of great importance to a person, then he usually leaves such a job. There is no need to talk about the undesirability of the turnover of managerial personnel due to the high cost of hiring and adapting them to the organization. Replacing such an employee may cost several of his monthly salaries.

Methods of training managerial personnel. Management training can be conducted through lectures, small group discussions, case studies, literature readings, business games and role training. Variants of these methods are courses and seminars organized annually on management problems. Another widely used method is job rotation. By moving a line manager from department to department for periods ranging from three months to one year, the organization exposes the new leader to many aspects of the job. As a result, the young manager gets to know the various problems of different departments, understands the need for coordination, informal organization and the relationship between the goals of various departments. Such knowledge is vital for successful work in higher positions, but is especially useful for managers of lower levels of the managerial hierarchy.

Another important technique is the training of managers in the course of their work. Some firms give new leaders a job so trivial that they become frustrated with it. “Aware of this problem, individual companies such as IT & T, Procter & Gamble, Ford have developed programs whereby promising new leaders are assigned from the very beginning a fairly responsible job that is a test of their abilities, but presumably, within their power. Typically, at the beginning, such an appointment is associated with responsible operational activities, and after about a year it involves the leadership of a permanent unit.

One study found a strong relationship between the level of demand in the training of new managers and their subsequent promotion. Those who were given more difficult tasks from the very beginning developed higher working qualities and were better prepared for future tasks than those who were given less difficult tasks. The first group of managers also moved faster in the service.

2.5 Promotion management

In the development of management training programs in the early 70s, many companies and consulting firms developed career management programs, i.e. promotion. One of the authors defines the concept of career management as a formal program for the promotion of employees, which would help to reveal all their abilities and apply them in the best way from the point of view of the organization. Career management programs help organizations to use the abilities of their employees to the fullest, and give employees the opportunity to use their abilities to the fullest.

A formal career management program empowers people to perceive their work in an organization as "a series of career moves that contribute to the development of both the organization and the individual." This is significant because studies show that people tend to be relatively passive about their careers. They tend to make important decisions about their careers driven by other people rather than by their own interests, needs, and goals. According to the authors of publications and researchers working in this field, the result of promotion programs is greater dedication to the interests of the organization, increased motivation for labor productivity, reduced staff turnover and better use of the abilities of employees.

Women are a reserve of managerial personnel. Many organizations have established leadership training and promotion programs aimed at attracting women as a source of recruitment for management cadres. As Professor Weddell French says, “The main reasons for the disproportionate representation of women among leaders are deeply rooted in culture and are expressed in a range of prejudices that male leaders have towards women.”

Such prejudices include, for example, the following assumptions:

1) women, getting married, leave work;

2) women will not work while they have small children;

3) women feel uncomfortable in the world of men, and when they get into it, men begin to feel uncomfortable;

4) women are unreliable workers, they are too emotional and can break loose in a crisis situation;

5) women leaders cannot be transferred to another city if their husbands have a similar or better job.

Most of these statements are based on old prejudices and male misinformation. Recent research directly rejects them or calls them into question. A study conducted among male and female retail managers did not show a significant difference in such work incentives as prestige, a sense of responsibility, salary, promotion, a sense of satisfaction. Another study of 1,000 male and 1,000 female leaders found that, in principle, there were no significant differences in how they lead. The differences found included that women were more motivated to work, while men were more open and frank with their colleagues.

Some of the programs aimed at increasing the proportion of women managers and improving their performance include: 1) developing a proper understanding of the specifics of the behavior of both sexes in the workplace; 2) assisting women in understanding some of the psychological and socio-ethical barriers on the way to the execution of leadership roles; 3) teaching a direct and firm style of communication with men and women; 4) learning how to create a "support network" and develop the power base in the organization; 5) participation in traditional training programs for administrative and managerial personnel.

Chapter 3. Ways to improve incentives for innovationoh activities

A significant part of product innovations are reactions to changing consumer needs and tastes. Such innovations are called "pull" innovations. For example, the decision to ship computer components to a specified location is a response to consumer needs and therefore a pull-in innovation. However, it is equally common for organizations to innovate for purely internal reasons, such as technological advances or strategic plans. Such innovations are referred to as "push" innovations because markets have to be found for this type of innovation. The advent of mobile phones with Internet access is an example of an innovation driven more by technological advances than by consumer needs. Push innovations sometimes result in highly successful products and services, although significant efforts may be required to convince consumers of the benefits of new products.

So far, the predominant part of product and process innovation has been incremental (evolutionary) innovation. The contribution of innovation to performance improvement tends to be in many small incremental rather than radical changes. However, insensitivity to the need for radical innovation can be dangerous. For example, the vacuum cleaner market was characterized by incremental innovation for many years and was not ready for the arrival of a brand new vacuum cleaner from Dyson, which resulted in the loss of a significant market share for many reputable companies.

Innovation does not necessarily involve new ideas. Very often, innovation lies in the application old idea to solve a new problem. The difficulty lies in the fact that people who are faced with problems may not be aware of ideas that can help solve these problems. In most organizations, knowledge is localized. Problem solvers are often unaware that others in their organizations have the necessary know-how.

The role that knowledge brokers can play under these conditions cannot be overestimated. Scholars such as Andrew Hargadon and Robert Sutton have studied knowledge brokering in innovative organizations and have concluded that knowledge brokers perform the following important functions:

- collection of promising ideas. Knowledge brokers are constantly gathering promising ideas. They consider old ideas to be their main "raw" material.

- maintaining the viability of ideas. In order to remain useful, ideas must circulate within the organization and "scroll" in the minds of different people. Effective knowledge facilitators keep ideas alive by disseminating information throughout the organization about who knows what.

- inventing new uses for old ideas. This is where innovation begins: old ideas, identified and meaningful, are placed in new contexts.

- Approbation of promising concepts. Testing shows whether promising ideas have commercial potential. They also help knowledge brokers gain valuable experience even when ideas are completely untenable.

Of course, innovation involves the creation of new knowledge. One approach to achieving this goal is to allocate dedicated resources for R&D. Another approach is to find ways to encourage everyone in the organization to come up with new ideas and create systems to capture and use those ideas.

In both cases, managers must manage their subordinates in a way that encourages their creativity. Theresa Amabile (T. Amabile) has conducted extensive research in the field of creative management. The study concludes that individual creativity depends on three variables:

- experience (technical and procedural knowledge and general erudition);

- creative thinking skills (flexibility, imagination, intellectual perseverance);

- motivation.

The more experienced the worker, the wider the knowledge base he can use in identifying and solving problems. Creative thinking skills guide approaches to problem solving. However, productive creative work is impossible in the absence of sufficient motivation.

The experience and creative thinking skills of the members of a team or organization depend on the recruitment and selection procedures for personnel and, to a certain extent, on the training and individual development of employees. Motivation is undoubtedly the factor that a manager can have the most influence on.

To understand the difference between intrinsic and extrinsic motivation, consider a business problem as a maze.

One person may be motivated to complete the maze as quickly as possible and with the least risk of getting lost in order to obtain a material reward, such as money. That's what a mouse does when it wants a piece of cheese. Such a person will look for the shortest path to the exit from the labyrinth and then follow this path. If he is only interested in reward, he is likely to choose the most beaten path, i.e. will solve the problem in exactly the same way that it was solved before.

This approach based on extrinsic motivation will allow him to get out of the maze. But such a solution to the problem is unlikely to contribute to the development of the imagination. It does not imply a new look at the problem or insight into its nature. Such decisions are most likely not conducive to business progress.

It is useful to distinguish between intrinsic and extrinsic motivation. Extrinsic motivation is the desire to perform an action under the influence of a stimulus external to this action. An example of extrinsic motivation is the desire to perform well for the sake of receiving a bonus or improving career prospects. Intrinsic motivation is the desire to perform an action because the reward is in the action itself. An example of intrinsic motivation is the desire to do interesting and enjoyable work. Thus, intrinsic motivation is more important to encourage creativity.

Another person may take a different approach to the maze. He/she may find the process of wandering the various paths intriguing and exciting because of the challenge and challenge it contains.

Undoubtedly, such a journey will be longer and will include errors, since any labyrinth, i.e. a truly complex problem, has many more dead ends than exits. However, when an intrinsically motivated person finds a way out of the maze, the solution they get is likely to be much more interesting than a mechanical algorithm. It will be more creative.

There is plenty of evidence that creative people have strong intrinsic motivation. Asked what qualities distinguish creative scientists from their less creative counterparts, Nobel laureate physicist Arthur Scholow said: “It's a matter of favorite work. The most successful scientists are not necessarily the most talented, but those driven by curiosity. They want to know what the answer is." Albert Einstein was referring to intrinsic motivation when he talked about the enjoyment of seeking. Writer John Irving, explaining why he spends so many hours on his writings, said: “The unspoken factor is love. The reason I work so hard on my manuscripts is because it's not a job for me at all."

Creative people are rarely superstars. In fact, most of the creative work in today's business world is done by people whose names won't make it into the history books. They are competent people with developed skills of creative thinking and high level intrinsic motivation. Last but not least, they work in organizations where managers consciously create an environment that encourages, rather than hinders, these qualities.

Amabile's research shows that there are six important factors that generate and maintain the motivation necessary for creativity:

1. Challenge.

Tasks performed by people should require effort from them, but be consistent with their talents and knowledge. It follows that managers must pay close attention to the consistency of task characteristics with the qualities of the performers.

2. Freedom.

It is necessary to give the performers the freedom to choose approaches to tasks or problems. However, Amabile argues that it should be freedom to choose the means, not the ends. Clarity of goals is very important.

3. Resources.

One of the most important resources is time. While some realistic time pressure can motivate by intensifying the sense of challenge, it is important to set aside time to reflect and incubate ideas. Excessively tight restrictions on physical and financial resources can lead to the fact that creative energy is directed to the extraction of resources.

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Stimulation of innovative activity of employees of the organization with the help of an innovation competition

The article is devoted to the consideration of the possibilities of using the competition of innovations to stimulate the innovative activity of the employees of the organization. The paper specifies the essence of innovation activity, highlights the key concepts of innovation activity, analyzes the possibility of one-time bonuses for innovatively active employees for winning the innovation competition, describes possible competition nominations, and offers options for rewards for winning the innovation competition. It is shown that information support is of great importance in the competition, which allows to attract the attention of employees who are not involved in the process of generating ideas and proposals, to show them examples of the best solutions of colleagues.

Key words: innovation, innovation activity, stimulation of employees' innovation activity, one-time bonus, innovation competition, information support of the competition.

R. A. Dolzhenko,

k. e. PhD, Associate Professor, Department of Strategic Marketing, National Research University Higher School of Economics

[email protected]

Introduction

In the context of accelerating scientific and technological progress, changing the content and nature of work, maximizing competition, global informatization, introducing innovations into work processes, transforming the values ​​of employees and many other factors, the management of employees' innovative activities is becoming a particularly urgent issue. Any organization aimed at a competitive existence in the market must understand that in conditions of high dynamics of the external environment, it must constantly change. To maintain a high growth rate, firms must constantly improve old and / or offer new products / services; modernize processes; introduce the latest information technologies to reduce costs; fight for unoccupied markets; use new business models; accumulate the experience of competitors, etc. It is impossible to do this without an appropriate organizational culture, since it is the personnel that acts as the main executor of innovative solutions. However, any culture is formed and changes extremely slowly; for this, an appropriate basis must be built, which can be a system of innovative activity of employees. Moreover, the staff can act not only as an executor of innovations, but also as a constant generator of innovations in the field.

It is the staff that is the main creative force of the organization, so its creative potential should be used to the maximum. Improving the innovative activity of personnel is cost-effective, therefore, it is necessary to purposefully manage the innovative activity of employees by all means, to stimulate them to develop and implement innovations in the organization.

As you know, staff incentives are a system of measures of economic, organizational and moral and psychological impact on employees aimed at creating a certain external situation that would encourage a person to act accordingly. In today's economy, one of the goals of the organization is to implement innovations in its activities. To achieve this goal, it is necessary to stimulate employees in an appropriate way, so that in their activities they formulate and implement innovative solutions that can bring a positive effect to the organization. One of the effective forms of encouraging employees to innovate is innovation competitions organized on an ongoing basis in the organization.

Participation in such a competition encourages employees to continue to engage in innovative activities, forms such behavior, which in the long term can lead to the formation of an innovative organizational culture.

Thus, participation in the competition can encourage employees to be included in the company's innovative activities.

As an example of the implementation of such competitions, one can cite the experience of Sberbank of Russia, an organization that, since 2009, has formed a system of innovation activities, actively encourages employees to formulate and implement innovations, including through the organization of an innovation competition. The quantitative results of such competitions are surprising, for example, in 2010 Sberbank managed to save 27.4 billion rubles due to the innovative proposals of its employees. According to the results of the innovation competition for 2010, the bank's employees - the authors of proposals implemented in business processes - received a total of 8.1 million rubles. In 2011, thanks to the innovative proposals of employees, Sberbank saved about 17 billion rubles. The winners of the competition for 2011 received a reward of 15 million rubles. As you can see, the effect of such innovative activities of the staff is great.

Due to the correct organization of innovative activities, in 2014 the bank received the award "The Most Innovative Investment Bank in the Central and of Eastern Europe Awarded annually by The Banker magazine.

However, it is important to focus on the fact that the competition itself, without proper monetary reward, proper organization, effective information support, will not be able to fully stimulate employees to engage in innovative activities in the long term.

Let us consider how such an innovation competition can be organized in an organization, in what forms a one-time bonus is implemented for the winners, but first we will characterize the main elements of the system of innovation activity of employees.

Basic concepts used in the organization of the innovation competition

In this paper, under the innovative activity of personnel we will understand the activities of employees associated with the adoption and implementation of risky decisions in conditions of high uncertainty, originally

Classification of innovative

focused on a qualitative increase in the efficiency of the production system, product quality, the introduction of fundamentally new products and services, or another form of benefit for the organization.

The whole variety of innovations in the organization can be divided into the following types:

Breakthrough innovations are changes that involve the creation and implementation of fundamentally new products/services/processes/technologies/business models for the industry and/or market. Disruptive innovation sets the perspective of an organization and is the main source for strategic innovation.

Strategic innovations are those changes in the organization that provide for significant improvements in its current business model, the creation of fundamentally new or drastic change existing processes/products/services/technologies within the existing business model. Strategic innovation, at its core, is designed to ensure the implementation of the organization's strategy.

Current innovations - such changes that consist in improving a number of consumer / technological characteristics of an existing process / product / service / technology, providing for their optimization / modification and allowing to increase income, reduce costs or achieve savings. Current innovations are aimed at optimizing the current activities of the organization. In turn, current innovations can be divided into 3 types of proposals:

A production initiative is any proposal to change and / or improve activities aimed at solving current tasks / problems at the employee's workplace or directly in the unit, which does not require significant resources for implementation and is implemented by the employee and / or unit.

A rationalization proposal is a proposal that has a definable effect from implementation, is aimed at a systematic solution of specific problems in the activities of the main and related subdivisions.

Table 1

proposals and main criteria

Proposal type Implementation period Implementation mechanism Need for changes

Technology platform Business model Organizational structure

Production initiative Up to 3 months Independently by an employee/department Not required Not required Not required

Rationalization proposal Up to 6 months With the involvement of specialized departments It is possible to change the settings / minor improvements. Opening of the project is not required It is possible to adjust the IRR It is possible to change job responsibilities / regulations on subdivisions

Novelty/innovation From a year or more On a project basis, with the involvement of performers from the external environment It is necessary to use a new / or significant improvements to the existing platform Creation of a new / fundamental change in the existing model; Development of new processes It is possible to change the existing organizational structure / create new divisions, structures, etc.

division involved in the process, as well as units of a similar profile. - Innovation (innovation) is an economically justified proposal in the field of technologies, processes, products, services (both separately and jointly), which has novelty and significance for the organization, provides a significant improvement in at least one consumer and / or technological characteristics of the process /product/service/technology according to the methodology proposed by the author or involves the creation of a fundamentally new process/product/service/technology. Additional criteria by which innovations in an organization can be classified are given in Table. 1.

In order to streamline the system of innovation activity of personnel, its participants can be assigned the following roles:

Applicants (authors)" - employees of the organization who offered their proposals, drawn up in the prescribed form (for example, in a specialized automated system or sent in an official way to the unit responsible for innovation in the organization, etc.).

"Innovation agents" - employees of departments appointed responsible for working with innovations and employee proposals (selection, promotion and organization of implementation) in the direction of the department's activities;

"Experts" - specially selected representatives of the relevant departments of the organization who are responsible for conducting an examination of incoming proposals;

"Independent experts" - employees of the departments of the organization who, on a voluntary basis, participate in the examination of incoming proposals. To assign this status, the applicant must meet certain criteria (significant experience in implementing innovations, experience in training colleagues in innovative activities, knowledge of the principles and mechanisms for assessing the economic efficiency of innovations, etc.);

"Innovation Center" - a subdivision of the organization / responsible officer, which is responsible for organizing work with innovations in the organization, carries out an initial review of innovative proposals received from employees, evaluates their effectiveness, selects the most significant ones for implementation, organizes and implements an innovation competition, etc.

Main elements of the procedure for organizing an innovation competition

As noted earlier, in order to increase the innovative activity of employees, strengthen their motivation in an organization focused on innovation, appropriate competitions can be organized

innovative activities, the implementation of which is a form of encouragement for both employees of the organization and specific departments.

The implementation of these competitions has the following goals:

As part of the competition, the presentation and selection of the best projects is carried out, best practices are identified, which are further considered by the relevant departments of the organization and implemented on a priority basis.

Holding a competition is a form of encouragement for employees and departments of the organization involved in working with innovations.

The competition is aimed at strengthening the motivation of employees of the organization to participate in innovation activities, to introduce innovations into practice.

The competition should be held annually based on the results of the past calendar year in two stages - the qualifying stage, the final stage of the competition at the organization level (the final of the competition). The qualifying stage of the competition should be held at the beginning of the current year, for example, in the first quarter. At the qualifying stage, potential winners and prize-winners (applicants of the competition) are selected - depending on the decision of the head of the unit, but not more than 1 applicant from each unit in each of the following categories:

"Best Candidate"

"Innovator of the Year";

"Best Expert";

"Best Independent Expert";

"Best Innovation Manager";

"Innovation Leader";

"Innovation leader";

"Innovation Division".

Examples of criteria for selecting prize-winners and winners of the competition in these nominations are given in Table. 2.

In the nomination "Innovative division" the following estimated indicators and their weights can be used, allowing to determine the division that has prepared the most number of proposals, with the maximum economic effect (Table 3).

To ensure comparability of different performance indicators in relation to units of different sizes, the value of each performance indicator should be correlated with the staffing of the unit.

In the nominations "Innovator of the Year" and "Innovation Leader" a comparison of the economic effect from the implementation of the evaluated proposals is provided. Implementation effect (economic effect) - a measurable change in processes/technologies/products/services achieved during the implementation of the proposal (taking into account all direct costs for its implementation and current implementation), expressed in a change in consumer or technological characteristics, savings (release) of labor , financial and other material resources, increasing labor productivity, increasing income or reducing costs, saving (release) labor

table 2

Criteria for selection of winners and prize-winners of the innovation competition

Rank Criteria

"Best Applicant" This nomination is assigned based on the results of the competition to an employee of the organization who submitted during the calendar year the largest number of proposals recognized as rationalization or innovations. The algorithm for selecting candidates for this nomination involves the selection from among the employees who submitted the largest number of proposals, those whose proposals were recognized as rationalization or innovations, implemented (or planned to be implemented) in the organization in the reporting year

"Innovator of the Year" The title is awarded based on the results of the competition to the employee - the author of proposals, the implementation of which has brought the greatest economic benefit to the organization. The key criterion for awarding this title is the greatest economic effect. From among the authors with the greatest economic effect from the proposals, those whose proposals were recognized as rationalization or innovations, implemented (or planned to be implemented) in the organization in the reporting year are selected

"Best Expert" This title is awarded based on the results of the competition to an employee of the organization from among the experts of specialized departments, who most actively and productively participated in the process of considering innovative proposals. In addition to formal quantitative characteristics, when determining the winners, the quality and compliance with the deadlines for conducting examinations, activity in the course of working with innovations can be taken into account.

"Best Independent Expert" This title is awarded based on the results of the competition to employees of the organization from among independent experts (the correspondence of the ratings given by the respondent during the calendar year on the published proposals of the applicants and the decisions actually taken is assessed). In addition to the conformity of the assessments with the decisions actually made, the number of examinations carried out during the year can also be taken into account when determining the winner in this nomination.

"Best Innovation Manager" For this nomination, employees of the organization are selected who most actively and productively participated in the process of selecting proposals, engaged in organizing their consideration and implementation in specialized divisions. The key criterion in the selection of candidates for victory in this nomination is the number of proposals considered. The interest and activity of the applicant for the nomination can also be taken into account when organizing the implementation of initiatives.

"Innovation Leader" Awarded based on the results of the year to the head of the organization's division, whose employees have achieved the maximum economic effect from the implementation of proposals. When assessing the maximum economic effect, data on the number of implementations (in % of the number submitted) by organization unit should be taken into account

"Innovative leader" Awarded based on the results of the year to the head of the organization's division that submitted the maximum number of proposals recognized as rationalization or innovations in the organization. When considering candidates for the nomination, the innovative activity of employees of the organization's subdivision in comparison with other subdivisions can be taken into account at the same time.

"Innovation division" Awarded to the division of the organization that has achieved the best indicators of innovative activity, calculated according to the appropriate methodology, correlated with the staffing of divisions at the end of the reporting period

dovyh, financial and other material resources, increasing productivity.

To assess the economic efficiency of proposals, two indicators should be calculated: economic effect and cost-effectiveness. The economic effect is a measurable change in processes/technologies/products/services achieved during the implementation of the proposal (taking into account all direct costs for its implementation and current implementation), expressed in a change in consumer or technological characteristics of goods and services, an increase in labor productivity, an increase in income or reducing costs, saving (release) of labor, financial and other material resources. This indicator is calculated, as a rule, in specific units of measurement: cost (rubles, US dollars, etc.), labor (man-hours, man-days, etc.), natural (pieces, units, etc.) .) etc.

Evaluation of the economic effect (EF) from an employee's innovation is to determine the difference between additional income and expenses arising from the implementation of the proposal. The calculation of the economic effect should be made for one year preceding the year of the competition. A detailed description of approaches to the calculation of individual indicators in the framework of evaluating the effectiveness of innovative proposals is given in the work.

General approaches to assessing the effectiveness of innovations are presented in the publication of D. Khomutsky.

Additional income (savings)/expenses means those incomes (savings)/expenses that have arisen in connection with the implementation of the proposal. Income/expenses that remain unchanged as a result of the implementation of the proposal should not be taken into account.

The economic effect can be calculated using the following formula:

EF \u003d AD - AR - Rvn,

where AD - additional income, which consists of savings in material costs, savings in labor costs of working time and the effect of cost reduction; AR - additional costs are made up of additional material costs and additional labor costs of working time associated with the implementation of the proposal after its implementation; Rvn - the costs of implementing the proposal are made up of material costs and labor costs of working time associated with the implementation of the proposal.

Cost-effectiveness (RR) can be determined by the formula:

PP \u003d EF / (AR + Rvn).

Table 3

Estimated indicators of innovative activity and their weight in order to determine the winner in the nomination "Innovative division"

Name Indicator weight

Number of registered offers, pcs. 0.1

Number of examinations carried out by the subdivision, pcs. 0.1

Share of approved proposals (ratio of approved proposals to registered ones), % 0.1

Quality of offers, pieces: 0.2

Number of proposals approved without classification 0.02

Number of proposals recognized as a production initiative 0.05

Number of proposals recognized as rationalization 0.06

Number of proposals recognized as innovation 0.07

Number of implemented offers, pcs. 0.25

Economic effect from implemented proposals, rub. 0.25

An innovative proposal can be considered cost-effective if the return on costs associated with it is more than 25%. If the return on costs is less than 25% and more than 0%, then this proposal is not economically feasible, but it can be accepted for implementation, taking into account the importance for the business. Such a proposal can be considered as an innovation within the framework of innovation.

As part of the preparatory work, those responsible for organizing the competition in the organization must collect and evaluate all the information necessary to determine the winners, it should include for each candidate:

Full official title of his position;

Calculated and confirmed by the financial division of the economic effect of the proposal or the number of proposals (depending on the nomination);

Grounds for inclusion in the list of candidates (brief justification based on the criteria for selecting winners presented in Table 1);

Additional information (on the presence of disciplinary sanctions for the last year, seniority in the organization, etc.).

Not later than one month after the qualifying stage, the final stage of the competition must be held. Based on previously formed lists of potential winners and prize-winners of the competition, at the final stage of the competition, taking into account the decision of the final commission of the competition, the winners and prize-winners of the competition are selected. The winner of the competition is an employee / group of employees of the organization who, according to the results of the selection, took the first place in the nomination of the competition, in turn, the winner of the competition is the employee / group of employees who, according to the results of the selection, took the second or third place in the nomination of the competition.

Rewarding based on the results of the competition should be held in a solemn atmosphere in the presence of the heads of departments. To encourage participants in the innovation competition, special insignia of the established sample can be used. The use of approved symbols is mandatory in the production of all insignia, incentive prizes and souvenirs for participants in innovative activities.

One-time bonus for the winners of the innovation competition

The winners of the innovation competition can be paid monetary rewards, there are a large number of approaches to encouraging staff to generate and implement innovative ideas, however, the author believes that the innovation competition should use a system of one-time maximum incentives provided for by the regulations and capabilities of the organization. Options for one-time incentives for the winners of the competition are given in Table. 4. They can be adjusted based on the capabilities of the organization and the traditions adopted in it to encourage the winners of competitions.

Managers who won in the nominations "Innovation Leader" and "Innovation Leader" do not receive a monetary reward. Possible rewards for winners in other categories are given in Table. 5 (the proposed remuneration options are conditional and can be adjusted by the organization at its discretion, but before the start of the reporting period of the competition).

The winner of the competition among divisions is awarded with a challenge stele/cup, a diploma and a monetary reward in the amount of 30,000 rubles. The divisions that took the 2nd and 3rd prizes were awarded

Types of rewards for the winners of the competition

Table 4

Nomination Type of reward

Stella/cup Certificate Badge One-time award

"Best Applicant" Not provided + + +

"Innovator of the Year" + + + +

"Best Expert" Not provided + + +

"Best independent expert" Not provided + + +

"Best Innovation Manager" Not provided + + +

"Innovation Leader" + + Not provided Not provided

«Innovative leader» + + Not provided Not provided

"Innovation division" + + Not provided +

Table 5

The size of the one-time remuneration for the winners of the innovation competition

Nomination Amount of remuneration

"Best Applicant" 50,000 40,000 30,000

"Innovator of the Year" 100,000 80,000 60,000

"Best Expert" 40000 30000 20000

"Best Independent Expert" 40,000 30,000 20,000

"Best Innovation Manager" 50,000 40,000 30,000

"Innovation Division" 30,000 20,000 10,000

are given by remuneration and diplomas of the organization. It may also be envisaged to award the unit that has demonstrated the worst performance in terms of innovative activity with a passing commemorative statuette.

The emphasis only on monetary rewards for the winners and participants of the competition is unacceptable, since its goal is to form a certain attitude of staff towards innovation, to make it part of the organization's culture. In the case of only material interest of employees in the results of the competition, the very idea of ​​the competition will be leveled to momentary benefits for the participants. That is why a subsystem for recognizing the winners of innovative competitions in the system of internal communications should be formed. It may include areas such as:

presentation of incentive prizes; awarding certificates of thanks, certificates of honor;

entering gratitude in the personal file / work book of the winner of the competition; meeting with the head of the organization in an informal setting;

conducting training by the winner of the personnel competition in the organization on topics related to the innovation proposed by him;

placement of information about the implemented innovation of the employee in the corporate media; providing free time to the winners of the competition for self-education of the employee; preferential consideration of the wishes of the winners of the competition in the formation of the vacation schedule; additional increase in the cost of the social package for the employee who proposed a cost-effective innovation, in the case of using the "cafeteria" system when forming the components of the social package; placement of a photo of the winners of the competition on the honor roll, or on the “Gallery of innovators” specially created for this purpose, etc. In addition, to facilitate the inclusion of interested employees in the innovation processes, a hotline should be organized to calculate the economic effect of innovators, a library for mentors and coordinators should be formed, a page has been created on the corporate portal, where information on the achievement of indicators will be promptly posted and updated

innovation activities among the division of the organization and other tools to facilitate the work of employees in this direction.

Conclusion

In modern conditions, any organization that plans to continue its successful existence in the market must understand that without the widespread introduction of innovation in its activities, it will not be able to achieve this goal. At the same time, no innovations will be effective without appropriate support from employees, which means that the only way for the employer is to organize the innovative activities of employees and encourage them to search for and implement various innovative ideas. Traditional forms of incentives should not interfere with this process, moreover, they should help it to be carried out. Employees should work in an environment that encourages them to the maximum to seek innovation and implement them in organizational activities. One of the tools to encourage employees to implement innovative activities are innovation competitions. Their use in any company, regardless of size and organizational and legal form, will allow the business to significantly increase the effectiveness of the innovation activity of the staff, and employees to get the opportunity to win rewards for the best innovative solutions, to prove to colleagues and themselves that

the status of an innovator is well-deserved.

The work was carried out with the financial support of the Ministry of Education and Science of the Russian Federation, within the framework of the state task for universities in terms of conducting research work for 2014-2016, project No. 2378 "Innovative methods of economic management and the formation of human capital in the development of socio-economic, labor and business relations".

List of sources used

1. Labor Economics (social and labor relations) / Ed. N. A. Volgina, Yu. G. Odegova. M.: Exam. 2002.

2. T. V. Lukyanova, T. A. Alekseeva. Innovative personnel in the modern economy//Kadrovik. Personnel management. No. 5. 2010. S. 58-64.

3. R. A. Dolzhenko. Evaluation of the effectiveness of innovative proposals in the organization//Labor and social relations. No. 12. 2013. S. 60-74.

4. D. S. Khomutsky. How to measure innovation?//Company management. No. 2. 2006. S. 40-45.

5. R. A. Dolzhenko. Stimulation of innovative activity of bank personnel//Kadrovik. No. 10. 2012. S. 85-90.

Incentive of innovation activity of employees in the organization based on innovation competition R. A. Dolzhenko, PhD, assistant professor, National Research University Higher School of Economics.

The article discusses the essence of innovation activity of the employees based on innovation competition. The key concepts of innovation are specified. The possibilities of using the one-time bonuses for employee"s incentives in the innovation competition are analyzed. The variants of rewards for winning the contest of innovation are presented. The importants of information support of the competition that can attract the attention of employees, not involved in the process of ideas generation and proposals, to demonstrate to them examples of the best decisions of my colleagues is shown.

Keywords: innovation, innovation activities, incentive of innovation activities, one-time bonus, innovation competition.